Leadership Greater Hartford Inc
| Fiscal year | Revenue | Expenses | Net | Reserve mo. | Staff % |
|---|---|---|---|---|---|
| 2011 | 1,119,019 | 1,158,437 | −39,418 | 1.4 | 56% |
| 2012 | 1,039,044 | 1,103,784 | −64,740 | 0.7 | 62% |
| 2013 | 1,254,437 | 1,180,733 | 73,704 | 1.4 | 55% |
| 2014 | 1,495,494 | 1,258,433 | 237,061 | 3.6 | 57% |
| 2015 | 1,371,555 | 1,384,898 | −13,343 | 3.2 | 60% |
| 2016 | 1,242,375 | 1,326,527 | −84,152 | 2.5 | 59% |
| 2017 | 1,187,880 | 1,294,259 | −106,379 | 1.6 | 60% |
| 2018 | 1,285,317 | 1,233,431 | 51,886 | 2.2 | 58% |
| 2019 | 1,199,524 | 1,238,424 | −38,900 | 1.8 | 60% |
| 2020 | 1,167,879 | 1,122,730 | 45,149 | 2.5 | 63% |
| 2021 | 1,120,573 | 890,068 | 230,505 | 6.3 | 62% |
| 2022 | 1,046,584 | 879,112 | 167,472 | 8.6 | 58% |
| 2023 | 679,852 | 939,597 | −259,745 | 4.7 | 52% |
In its most recent public year (2023), this organization spent $259,745 more than it brought in. Its reserves stood at about 4.7 months of spending, up from 1.4 in 2011. Staff pay was 52% of spending.
Reserve months = net assets ÷ average monthly spending; net assets count everything the organization owns beyond its debts — buildings and donor-restricted funds included, not just cash. Staff pay = salaries, wages, and officer compensation; it excludes benefits and payroll taxes. The IRS releases this data years after the fact — this organization's newest public year is 2023. Years refer to the calendar year in which the organization's fiscal year ended. Short-form filers do not publicly report donor-restricted balances or staffing costs. Source filings
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